An Evidence-Based Journey of Organizational Change and Development Through Human-Centered Design

Introduction

This reflective case history is based upon my experience when I was employed as a practitioner in a central team responsible for Leadership, Team Effectiveness, Organization Development and Culture in the company that is featured in this case. The company is an international financial institution, focused on emerging markets with operations in over 60 countries, employing more than 85,000 employees. It has a proud history of over 150 years and was the first foreign bank in many of these markets. The people in this case are the senior leaders of one of the business units with global responsibility based in Singapore. The reflections are based upon my professional practice, the application of evidence-based leadership and culture change research and contextual observations about how the company was going through a significant change both internally, and within the industry. The question of purpose and relevance was high on peoples’ minds and required me to address many of the ‘sacred cows’ within the company’s culture, and work with leadership teams to help shift their narrative about the company. I will share my experience of taking a systemic approach to organizational change and development which draws upon the application of organizational psychology, gestalt group dynamics and their intersection with Human-Centered Design and some practical examples of different interventions that were designed as part of the change.